In order to consolidate and improve the internal management of supermarket companies and avoid the loss of goods in all aspects of operation, this comprehensive management plan is formulated:

1, use:

1. 1, to prevent and combat internal theft;

1.2 Among them, back posts, high-risk departments and posts are the key points;

1.3, giving priority to solving hidden dangers and problems of people;

2. Implementation method:

2. 1, the division of labor between loss prevention department and audit investigation department is clear;

2.2. The loss prevention department sorts out the basic work nodes of the store, formulates preventive measures and standards for the nodes and is responsible for their implementation;

2.3, the audit investigation department audit plan, two lines at the same time;

3, preventive measures:

Action measures:

3. 1, formulate and implement the rotation system for management cadres at all levels and employees in key positions; The on-the-job (single store) of cadres at or above the head of the department shall not exceed 1.5 years, and the department heads and commissioners shall not exceed 2 years in principle;

3.2. Conduct a comprehensive risk assessment for the cadres above the manager level every year, and come up with a regional adjustment plan according to the actual assessment status;

3.3. Organize a quarterly survey of personnel anomalies of employees in high-risk departments and positions (see the attachment for the survey plan);

3.4. Review the operation of each subordinate unit of the Division 13 high-risk process control node every month, and timely check for leaks and fill gaps;

3.5. The comprehensive prevention and control measures for internal theft in the supermarket business department will form a long-term mechanism, which will be implemented for a long time and reviewed regularly (weekly and monthly review is advocated);

Policy recommendations:

3.6. According to the subordinate management and functional departments, the supermarket company formulates and implements the comprehensive management construction plan for management cadres, professional technicians and employees at all levels to solve the personal development space and opportunities of personnel at all levels;

3.7. Formulate and implement incentive policies covering cadres, professional technicians and employees at all levels in supermarket companies, regularly assess quantitative indicators, realize the real survival of the fittest, and let those who really want to do things stay and develop;

4. Control measures:

4. 1. Conduct a systematic investigation, evaluation and adjustment of on-the-job management cadres and employees;

4. 1. 1. If the loss prevention department, commodity department and receiving department have been in charge of single store for more than 2 years, they will be adjusted; (Loss prevention has been completed)

-completed before June 5;

4. 1.2, the situation of several subordinates was evaluated and checked in a unified way, and no abnormal personnel were diverted and adjusted, and the abnormal personnel were removed in time;

-to investigate the management cadres who have been in charge for more than 2 years;

(Completed before May 3 1)

-Systematically analyze the overlap of the service life and service time of the heads of single store loss prevention, commodity and receiving departments, and take the following situations as anomalies, focusing on tracking and verifying: the heads of various departments have worked in the same store for more than 1 year; The person in charge of each department has * * * experience in two or more stores;

(Completed before June 15)

-Screening of department heads and old employees: screening old employees who have been department heads for more than 2 years and have not been promoted and have worked in a single store for more than 2 years;

(completed before June 30th)

4.2, regular joint audit investigation department, human resources department to on-the-job cadres post risk assessment, and take out the assessment report;

4.3, commodity acceptance link control:

4.3. 1, the delivery channel is handed over, and the original auditor will check and register the incoming and outgoing goods of 500/ 1000/ 1500 yuan every day;

4.3.2. Randomly check commodity orders in the daily system, track and investigate abnormal orders in time, ensure that commodity ordering, acceptance, warehousing and accounting are normal, plug the loopholes in the acceptance of empty orders, and track and account the group purchases directly delivered by manufacturers;

4.4, goods outbound control:

4.4. 1, off-site sales promotion form, off-site exchange, and computer receipt and delivery before payment must be recorded. The shift supervisor checks the post and related documents every day to ensure that the procedures are legal and timely, and follow up as soon as possible if it is abnormal;

4.4.2. Goods loss control of cashier line: the responsibility lies with the cashier department; Organize cashier department to conduct training once a week, and the training should be organized and implemented differently. Cashiers who fail the daily cashier loss prevention test must attend weekly training. Those who scored well in the exam will be commended and given material rewards three times in a row.

4.5 After warehouse control:

4.5. 1, weekly inspection warehouse sorting, defective products, etc. , notify the abnormality and follow up the rectification;

4.5.2. Check the abnormal process operation of the acceptance class and warehouse management class of the receiving department every week, and check whether the accounts of acceptance, inventory and delivery are consistent;

4.5.3, weekly inspection of key commodities closed warehouse management anomalies and accounting, system inventory and physical differences;

4.5.4, daily focus on paper inspection, random sampling of paper packaging on site;

4.5.5. The daily monitoring command center plays back and searches the key parts of the rear warehouse, and analyzes and finds all kinds of anomalies and major anomalies;

4.6. Special rectification of internal theft:

4.6. 1. Key targets: thieves and habitual thieves of internal employees; Employee gang nest case; Internal and external collusion case; Prevent loss and theft;

4.6.2, general employees, promoters steal to eat and drink, greedy for petty gains and other behaviors, do not focus on, mainly to save evidence, after the action, according to discipline, do not startle;

4.6.3. For internal theft involving a large amount of money and great influence, two principles are emphasized: first, it must be traced to the end; Second, we must consider the funds for handling cases in advance and deal with them strictly and severely;

5. Safeguard measures for the implementation of the scheme:

5. 1. The general manager of the store organizes the heads of all departments to conduct self-examination and self-correction every week, and checks the differences in the implementation of control measures during daily inspections;

5.2 When the general manager of regional operation arrives at the store, he will randomly check the execution records and exceptions of the above control measures in the store;

5.3 Audit and investigate the standard inspection when the resident personnel leave the store, focusing on the implementation records and differences of various control measures, and notify the loss prevention department of each district head office and supermarket company in time if any abnormality is found;